Employee with personal issues that affect work

[TheArchitect]

TL;DR - How do you deal with someone on your team who's work is being affected by out of work issues?

Technically the person in question isn't my employee rather someone i'm responsible for and manage.

I hired them 3 months ago based on their skills and proven reputation. Don't get me wrong, up until recently they've performed as expected and clients and consultants alike get along with them nicely.

Only problem is they seem to have a lot of emotional baggage from personal issues outside of work. Now I'm no cant so I understand everyone has a life outside of work and that life isn't always perfect. But as a very well compensated professional (especially in my industry) I would expect one to be able to switch on/off as required to be able to deal with the task at hand.

Recently they've been very moody and unproductive. Initially it wasn't such a big deal, but now other team members have picked up on this. This isn't ideal and frankly unfair on the rest of the team. I've ignored it for as long as I can but now I have to do something about it. Not just for my team but for the clients sake too. The projects we work on are mainly in the middle east so the clients are very sensitive to having a respectful and subtle approach to things. I fear this person's mood swings could cause lasting damage to client relationships which would pretty much ruin my own reputation out there.

Any advice on how to broach the subject with person in question or even quietly steer them to realising for themselves so they can fix up?
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GSXR 600 K6 - Stolen
MT09 - Almost stolen

[gdj444]

I've managed a team of 15 staff for quite a few years now and have come across similar fairly regularly, my approach is usually to meet them one to one away from work, somewhere like Costa, explain what you have noticed and stress your concern for their wellbeing. See if they open up to you regarding whatever personal issues they are having, some things I can help with, flexibility if they have a sick relative etc, but some I can't , relationships issues etc

Either way what I stress to the employee is that work is completely under their control, whatever is happening outside of work may be causing them stress but not to let it make things worse by affecting the one thing they can control.

Offer your support if able to but ensure they know you are looking for a return to how they used to act / work, quid pro quo so to speak.

Most times this has worked and I have received a positive response, but not always, in fact I have one chap at the moment who has lurched from disaster to disaster over the last couple of years (most of his own doing) and I am now having to performance manage him out of the business.

All the best, it's not easy managing staff!

[UnknownStuntm...]

[TheArchitect]

Good advice gdj444, thanks.

I like to keep a professional but friendly relationship with my team and so far this has worked fine. Most know they can come to me with any issues but as you know I'm sure, that line between being a mate and being an understanding manager is very fine. With this particular person I've just not managed to really break the ice so to speak.

I'll try the one to one approach but it's a hard nut to crack with this one. From a professional standpoint I'm not that inclined to go out of my way for them as they've only been around for 3 months. But personally, i have no issues with hearing them out and then see what can be done.
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GSXR 600 K6 - Stolen
GSXR 600 K6 - Stolen
MT09 - Almost stolen

[TheArchitect]

[MCN]

Speak to someone 'professionally' clued up on this.
If you try an 'un-official' friendly chat you can very easily offend the person and more than possibly make things worse.
Usually HR folk should be trained in how to manage these issues. That is part of their job. If you are not HR you may not have acquired the skills.

You can always use the insensitive approach and just call a casual meeting. It is sometime difficult to broach sensitive issue with a partner or friend so the same can apply when the person works for you.

The industry I work in use the least sensitive approach and give a one-way ticket.

Google employment services, advice etc.
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Disclaimer: The comments above may be predicted text and not necessarily the opinion of MCN.

[Baffler186]

You should approach it first with a "how can we work together to sort this issue" type approach, and also keep a log of date,time, where you had the meeting. Hopefully it will work. Of not, and things don't change, you'll have to lay down the law so to speak. You don't need to be aggressive with it, just state the facts as in "you were performing X to a high standard before and after regular meetings you've gone downhill". It is often hard to do, but as a manager that's part of what you're paid for.

You mention the rest of the team, and that is important. If you don't act on this then team morale will drop, it's very annoying having someone who's paid the same as you doing half the work they should be, and getting away with it.

It will probably go better than you think, just keep to the facts and concentrate on the action points rather than too much emotional babble. If possible draw up notes on every meeting and get the employee to sign/agree actin points so they can't claim unfair bullying later.
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Current: 2009 SV650 S, 1990 Kawasaki GT550
Previous: 2009 CBF125, 1998 GSF600, 2004 FZ6 Fazer, 1978 CB400a Hondamatic

[Rogerborg]

[Lord Percy]

Roger that advice is a bit draconian isn't it? I wonder how you'd feel if something major happened, it was on your mind all the time and you still had to go to work each day? There's not enough info to know if the guy is going through an extreme rough patch or he's just a 'tosser who isn't happy and needs to leave'.

Personally I'd just sit and talk to him. Be honest that it's affecting things at work, offer him some time off if possible maybe. It's not fair to make him just forget about it while on shift, not everyone mentally separates work life and home life, they just wake up and do what they need to do, if something is on their mind then it'll stay on their mind until a)The issue is fixed or B)They've had time to get over it.

[J0Al1]

I'd say, pull them into a one to one. Be direct, sensitive and supportive. Give them some options even if it's just to talk about it, or to take some leave or if your company has further provisions (HR counsellor) ...

We have had staff on long term sick from depression (personal problems), one never returned.

I think your best to get in there first, but be kindly (if they 'are' depressed thinking people are against them may not be constructive) but make your position clear and keep them on your side.

[Kidjal]

I'm about to start my first role managing staff. Some interesting viewpoints here but in my limited experience my gut would be to go for gdj's policy.

Interesting seeing all the different angles here from different people though.

[Pete.]

Normally if someone was disrupting the team I'd have them out of there like a shot but since the guy has descended into sullen and introverted from being a productive and engaging contributor there must be an underlying reason. One bad-tempered guy I worked with briefly was addicted to share spread betting. He simply got no sleep because it consumed all of his time out of work.

It's affecting his work so it's your duty to find out what his problem is and decide if you can offer some support, make allowances or cut him loose. It could be an addiction, a tragic event, financial difficulty, relationship breakdown or anything in between but if you don't at least try to find out you're going to have to watch it escalate or wait for it to improve. Ignoring it is not an option now since you've already decided that something must be done.

Get the guy on his own and as Jo said be direct but sensitive and overall discreet. Once you either know what the issue is (or discover that the guy simply doesn't want to be helped) then you can make an informed decision.
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a.k.a 'Geri'

132.9mph off and walked away. Gear is good, gear is good, gear is very very good

[Rogerborg]

[monkeybiker]

I agree with rogerborg on this one. Just come out with it and tell them what the problem is and it's not good enough.

If it was me causing a problem at work I would rather they just told me straight away. Let one employee cause problems and rest think it's ok too.

[TheArchitect]

[Rogerborg]

I should add that my opinion on this is heavily influenced by being on a team that had to clean up after one staffer who went off reservation while based in the UAE.

Consider that the de facto situation is that they pay you as and when and if they feel like it, based largely on the say-so of the colonel and the prince (who are the same chap). It's like one big family business, with you being the red headed stepchild.

Actually, our rogue was a ginge.
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[MCN]

[Dave500]

I'm in agreement with Roger. We had someone at work whose personal life had been ruining the rest of the teams work quality and work ethic. The best action tends to be quite a strict one otherwise it would probably get shrugged off. It maybe be a hard conversation to have but at the end of the day you are his gaffer and you need the best for the client and your boss so if that means have a strong word or disciplinary action then so be it.
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Bye bye Z hello Versys

[lihp]

[TheArchitect]

Had the chat. went better than expected although the outcome was they have to leave as it's just not going to work out.

Didn't go into too much detail but it transpires they were already contemplating leaving as work pressures and travel needs were conflicting with personal life. They have a young family so I fully understand the reasons. Shame they didn't evaluate this before taking the job.

oh well... next...
____________________
GSXR 600 K6 - Stolen
GSXR 600 K6 - Stolen
MT09 - Almost stolen

[Rogerborg]

Best result all round.
____________________
Biking is 1/20th as dangerous as horse riding.
GONE: HN125-8, LF-250B, GPz 305, GPZ 500S, Burgman 400 // RIDING: F650GS (800 twin), Royal Enfield Bullet Electra 500 AVL, Ninja 250R because racebike

[kawakid]

Having just last week attended 3 day - residential leadership course, in a swanky hotel, I feel as if I should be able to give you some advice.

But I can't.

I'm not good at being a manager, i've sort of landed in to the position, with my old boss leaving, i'm more happy managing servers and AS400s than staff.

The only thing I know is that everyone is different, some people need shouting it, some need cuddling.
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I've a twin and a 4.

[kawakid]

Ohh 1 thing to note, be professional, everyone has a smart phone which can record.
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I've a twin and a 4.

[dransy]

We use the AS400's at work for the warehouse what a load of out of date bollox .

Does my head in!
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Being shot out of a cannon will always be better than being squeezed out of a tube. That is why God made fast motorcycles

[kawakid]

Most reliable system we have.
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I've a twin and a 4.